CAUDWELL CHILDREN (A COMPANY LIMITED ey GUARANTEE) TRUSTEES. REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021 CHARITY REGISTRATION NO. ENGLANO AND WALES 1079770 SCOTLAND SC043874 COMPANY REGISTRATION NO. 3864620 (ENGLAND AND WALES) NINN Mwi *ABD16D7D¢ 2810912022 COMPANIES HOUSÉ A12 #124 CAUDWELL CHILDREN IA COMPANY UMITED BY GUARANTEEI LEGAL AND ADMINISTRATIVE INFORMATION Trustees C Bennett K Bamford J Grtffilhs L Morris J Alexander R Mehta P Clark (resigned 7th September 2021) (resigned 18 March 20211 Secretary C Bennett Charity number 1079770 Charity Registered In Scotland SC043874 Company number 3864620 Reglstered office and Charity office Caudwell Internat￿nal Children's Centre Innovation Way Keele Science & Innovation Park Newcaslle-under-Lyme Staffordshife ST5 5NT Audilors Haysmacintyre LLP 10 Queen Street Place London EC4R 1AG Bankers Barclays Bank plc 36 Town Road Hanley Stoke-on-Trent ST1 2PJ SolicltOTS Knight & Sons The Brampton Newcastle-under-Lyme Staffoidshire ST5 OQW CAUDWELL CHILDREN (A COMPANY LIMITED BY G,UARANTEE CONTENTS Page Tru5tees' Report Independent Auditor's Report 22 Consolidated Statement of Finanual Activities 26 Balance Sheet 26 Cash flow Statement 27 Notes Fonning part of Ihe Financial Statements 28 CAUDWELL CHILDREN IA COMPANY LIMITED BY GUARANTEE) TRUSTEES, REPORT IINCORPORATTNG STRATEGIC REPORTI l¢ontinuedl FOR THE YEAR ENDED 31 DECEMBER 2021 The Trustees who a￿ the Oirectors for the purposes of the Companies Act 2006, present Iheir report and financial sl*emenls for Caudwell Children for the year ended 31 December 2021. The Trustees confirm that the annual report and financial stalernents of the Chartycompty with current requirements. 'the requirements of the Charrty-5 governing docurnenl and the provision of the Stslements or recommended Pract￿e"AccOUntsftY and Reporting by Charites" ISORP 2015). STRUCTURE, GOVERNANCE AND MANAGEMENT CONSTITUTION The Charity 15 a charitable company limrted by guarantee a￿1 was set up by a Memorandum of. Association on 25th October 1999. Its Memorandum and Articles of Association were last amended in 2016. Caudwell Children has no $hare ¢apital and is a regislered charty with the Charity Comrnission in England & Wales as well as the Chanty Commi55*)n Scouand. C8udwell Children owns 100% of the share capital of CCG D&B Ltd. This wholty owned subsidiary operates as a Design and Build Company and is responsible for the design, build and delwery of the. Charities new Caudwell Inlemalional Children's Centre. whth opened in September 2018. The management of this svbsidiary is carl￿1 out on a voluntary basis thus incurring no salary costs and all profrts earned are donated back to Caudwell Children. METHOD OF APPOINTMENT OR ELECTION OF TRUSTEES Caudwell Children is govemed by a Board of Tfustees which comprises a Chair and Trustees. The Chair is appointed by the Board from the existing Trustees. Trustees are recnjited to ensure a broad mix of skills and backgrounds. The Trustees are responsible for the govemance and support the stf*egy vision of Caudwell Children developed by the CEO. team and with the children. young people and family engagement groups. The Board comprises of a mix of parent fepresentstNe5. medKally qUa￿fied Iruslees and those with business, people, and *al specfft skills. The Board of Trustees meet tsw'ce a year (other meetings, communications c¢cur as required) with the Chief Executive Officer who revEws the progres5, pr￿r￿leS strateg￿ direction. charity governance. performance, charity codes of conduct. risk, lo ensure compliance. for example. Responsibility for agreeing key aceas of aclivty and policy is delegated to Ihe CEO enabling efficient management and development of the charity. which are Teport back into Trustee meetings. The day to day running of the Charity and executwe responsibilty is delegated to the Chiel Executive off￿er who is supported by a Senior Management Team accountable to Ibe CEQ. Truslees are appointed for a renewable term of three years and are the direetots of Ihe Company for. the purposes of the Companie5 Act 20C6. POLICIES ADOPTED FOR THE INDUCTION AND TrAINING OF TRUSTEES All new trustees are required lo undertake a comprehensNe inductlon programme and training programme to learn about the work of Caudwell Children lo *Jentfy opportunrties to become mre involved with our work. Trustees are invited lo attend events. site visrts and additional training. All New "Trustee5 meet wi(h the Chief ExecutNe and Senior Team to d￿uSs.. Their role and responsibiir(ies Key documents including the Memorandum and Arttles of ASSrK￿l0rt CAUDWELL CHILDREN IACOMPANY LIMITED BY GUARANTEEI TRUSTEES. REPORT IINCORPOIiATING STRATEGIC REPORTI l¢ontinwedl FOR THE YEAR ENDED 31 DECEMBER 2021 Strategic plars of Cau(hvell Children The Chanties focus on outcomes All future plans CQC Governance and Responsmties ISO Policies and Procedure5 A review of governance is ¢arried out annually. to assess the effectiveness of the Trustees and idefilrfy any improvements lo governance arrangements. Updates on our are offered to tTUStees on a regular basis. Trustee's Indernnity Each of the Trustee5 ha5 the benefrt of an Fndemnty wh￿h 1$ a qualfying third-party indemnty a5. defined by SeCt￿n 234 of the Companies Act 2006. Limi of Liabil- Trustee Indemnty Corporate Liabilit Employment Practice Liabilty Professional Indemnty Fidelty ORGANISATIONAL STRUCTURE AND DECISION MAKING The Charity is driven fonNard on a daily basis by rts CEO. Trudi Beswick. The"CEO and the Senior Officers form the Executive Team. Each member of thi5 team ha5 cleady defined areas of responsibility and accountabilty. The Executive ream inler&t informally on a.daily basis. the CEO holds weekly meetings and monthly Board nEelings to discuss and implement strategic operational issues and to monitor and control the perforrnan￿ of the Charty against the StrategT¢ Plan 121 meelings are also held wth each Senior offter by the. CEO every six weeks to focus on projects, careers and future development. These meetings vpdale the charty teams and reporting 'systems across the charity including" the Trustee reports Whe￿ applicable. . OBJECTIVES AND ACTIVIES Vision world where all disabled children and their families have choice. opportunty. dignity" and understanding. Mission Practical and emotional support through compass￿nate and efficient Sery￿e$. Motto Whatever it lakes. CAUDWELL CHILDREN IA COMPANY LIMITED BY GUARANTEEI ,TRUSTEES' REPORT (INCORPORATING STRATEGIC REPORTI I￿ntInued) FOR THE YEAR ENDED 31 DECEMBER 2021 STRATEGIES FOR ACHIEVING OWECTIVE4 - The following ale the four key strategic obj'ectives for the reporting perth 2021. Continue to be a leading pfov*Jer of equipment, treatment. therapies and support lo disabled children. Raise the profile and awareness ofthe Charity brand, helping people to understand disabilrties and childhood illness and the Irnp￿t our 5UPPOrt makès to indNklual lives. Continue to deveEop the Infrastructure lo enable Caudwell Chikjren to fulfil tts bng term aims. Expanding the Services provided and Devel¢Jp I Create nv•V services to frt new needs. Th"ese objectNes are undertaken wrth the aim of enabling Caudwell Children to provide a continued high-quality service to its target sector of swally exC￿ded individuaL8. ACTIVITIES & SERVICES FOR ACHIEVING OUR GOALS To transfomi INes'. Family support services and short break activitEs. at times of crisi8 Mobility and sensory equipment Access lo life-5aving surgeries and l￿atrnents Lrfe changing thefapy and support programme$ for children wrth brain injuries and their families Holistic therapies and support programmes for Autist￿ children and their famil￿5 Sports equipment lo enable talented athletes to participate in ccrfnFeti(Ne 5POrt Grow the delNery of our new CCAS sewvice from our new CICC centre Attend National 8 Inlemalional conferences to iaise awareness of our work Create new and innov*Ne seThices that can be delNered despite the ongoirs impael of the COVID OUR ASPIRATIONS From the very beginning CauiTrwell Chikjren has a￿ayS aspired to be rec(YJnised as a leading nalional prOv￿er of seNi¢es f¢y tjisabled children and an example of best practice in fundraising. 2021 was very much a recovery year following the worldwde Covid Parnlernic. Whilst the impact of the pandemic w85 Still felt. throughout 2021 we We￿ able lo hokl some mass participation fundraising events an¢J wekome ¢hiklien and families back into the CICC in far greater numbers than before. As the wodd now knows, the CO¥￿ pandem￿ I￿k effect in the UK duriro eafy 2020 and lasted long into 2021. Oespite the continued Challenges created by thts or￿e in a lifelin￿ event, the charity has maintained it5 focus, drive and pM)sitivity at all sta9es throughout 2020 and 2021. Thi5 has been achieved through the sliong leadewship of the CEO and Ihe sen￿r le￿ whilst the twstees where kept infomied with Clear. concise communic*ion5. This focus on recovery. development and grthvth will continue and we.are confident the Charrty will emerge stronger having met all challenges that rt has faced over the past years. CAUDWELL CHILDREN {A COMPANY LIMITED BY GUARANTEEI TRUSTEES, REPORT (INCORPORATING STRATEGIC REPORTI (continued) FOR THE YEAR ENDED 31 DECEAIBER 2021 The impact of COVID on the charities fundratsing continued to be signfficant in the ffTSt half of.2021, wilh virtually all face40-face fundraising activrties not being allowed under various bck down measures. However, during the second half of the year there were improvements and the Charity reacted quickly to maximise these opportunities as soon.as they arose. Following the initial irnpact of COMD on our face-to-face service delivery. The charity. led by the CEO, developed both digrtal services and new produc15 to address the needs ¢aused by the pandemic. Whilst the la¢e-lo-fa¢e services both continued and in¢￿ased during 2021. the ¢harity has maintained the delivery of both Ihe new and digttal services to complement the face-l￿face services and give a greater surte of services lo Cater for more families and their diffefing needs. Ith Ihe complelion and opening of the CICC now over iwo years behind us. the charity continues to focus on service provision. in part￿ulaT the'way we help and support children and families affected by autism spectrum disorders and how we grow to meet the ever increasing gk)b81 demand for autism 8ssessff*nts and inlervenlion.. During Ihe year local government contracts were won for the delNery of our CCAS Service. This drove continued recruitment throughout 2021 to maintain the required clinical expertise todeliver Ihe charity's vision for an efficient and cost-effective assessment and intervention pathway. Whilst there has been and continues to be a shortage in the labour market we are Pkn￿ed to stste that our clinical team grew throughout 2021 by over 37%. Oucing 2021 all of the MDT (multi-disciplinary Clin￿al team) members continued to develop the CCAS service by carrying out the much-needed ASD assessments both from the CICC and online. Online Iraining for ADIR and ADOS was conlinued to all new clinical team members. This widened the breadth of skills within the clinical team enabling them to offer support to more children & families both virtually and face-tothface during the continued impact of the pandemtc and these most di￿￿ulL times. These ongoing developments assist u$ in our prinuple Ihal Ihe right pathway and subsequent research will provwje vital evidence. improved early intervention pathways. incceased independen¢e and better family wellbeing for the millions of people living %wilh autism in the UK and worldwide We are pleased to confwm that thrcHJghout 2021, Cauthwell Children remained registered wrth the CQC maintaining an overall rating of Good allowing the ¢harrty to Continue to operate ils full in-htsuse autism Service. Our continued relationship wrth the CQC representslives remained remote due lo pandemi¢ regulations and an outstanding resurt is estimated on next face to I￿e visit when this becomes possible. [￿rIng November 2021 the charty also underwent its annL￿1 ISO aLKIrt which we are pleased to report was another pass wrth no major or minor issues raised for improvement. Thi5 underpins the charities managements dedicalK)n and focus when it comes to d￿UMented policy and procedures and ils desire in kjoking for and being open to. continuous development and improvement. Our primary objective has not changed and is still to reach and provide support to every disabled chikl living in the UK, regardle55 of di5abilrty. But we also feel th* we have a critical part lo play in the global disability ¢ommunily and by sharing research and best practice wrth our partners around the world we can potentially help millions ol chiklren.. CAUDWELL CHILDREN (A COMPANY LIMITED BY GUARANTEEI TRUSTEES. REPORT (INCORPORATING STRATEGIC REPORTI (continued) FOR THE YEAR ENDED 31 DECEMBER 2021 PUBLIC BENEFIT STATEMENT In setting plans an¢J priorities for areas of work. as Trustees of Caudwell Children we have followed the latest guKlance from the Charity Commission on the provision of public benefrt. in accordance wrth section 17 of the Charities Act 2011. In particular. we consider how activities will contribute to meetin9 the objectives they have set and f￿u$ on the Servi￿ that will deliver the greatest irnpact to the rnost disadvantaged dISab￿d children and Iheir families. In deliverng these se￿l¢e$. we clearty Klenlify the impact lo the children and families we work v4rth and monrtor short and kjng term progres5. We are passionate about ensuring our services transform INes and Ihal we conlinve to learn the rnosl effective and efficient ways lo support our beneficiaries We have derrK)nslrated how Caudwell Children delivers tts core chafilable objective in the Strategic Report section which Sets out our objectives and achievements during financial year of 2021. Directors of a chafity have a duty to report in their Annual Report on their charity's public benefit. In setting plans and priorities to achieve its wsion, as the Charity's. Trustee5 we have followed guidance from the Charty Commission on the PTOV15ion of public benefit As Trustees of Caudwell Children, we confirm that we have cunplied wrth the duty in Section 17 of the Charrties Act 2011 to have due regard to the Charty Comrnission'5 general guidance on Publ￿ benefrt. Caudwell Children is established for the publi¢ benefit of child￿n in the community, delivered through equipment, trealrnenl.'Iherapies and support of disabled children and young people. The Charity Is established for the Publ￿ benefit under the fdlLwing purposes.. Relief of poverty and sickness Advancement of education PromotK)n of equalty and independe AS Trustees we have considered this maifer and concluded." l. That the aims of the Ofganisalion conlinue to be charitable,. 2. That the aims and the work done give MYentrfiabbe.benefits to the charitable sector and both indirectty and directly to 1ndW￿UalS in need.. 3. That the beneif15 are for the public. a￿ not ￿n￿asOnablY tsstricled in any way and certainly not by abilty to pay. and 4. That there is no detriment or ham) arising from the aims or actNrties STRATEGIC REPORT ACHIEVEMENTS AND PERFORMANCE The COVID-19 pandemi¢ had a catastroph￿ impact on chaIrt￿S and businesses across the globe throughout 2020 and long into 2021. We are proud of Ihe reaction and response of Caudwell Children and rts team during these drfficum and tong lastin9 challenges_ Having had to rapidly change the plans for 2020. the Charity was able lo pre plan for 2021. This planning had numerous contingencie5 buitt in as l¢xk drywn ￿$tr￿n$ We￿ stsll in place * the start of the year with no guarantee when or where they woultj be lffted. Due to the strong leadership, cleaT planning and unque5tiorthle dedication of the team these plans were executed to the rnaximvm, resutting in a fvndraising luinaround. close to pre Pandem￿ forecasts and a truly phencwmenal increase in the number of chihlren and families we were able lo help. CAUDWELL CHILDREN IA COMPANY LIMITED BY GUARANTEEI TRUSTEES, REPORT (INCORPORATING STRATEGIC REPORTI l¢ontlnuedl FOR THE YEAR ENDED 31 DECEMBER 2021 Fundraising income for the firsl half of the year was inwted quile heavity- Thi$ was forecasled and . we planned lo double our efforts during the second haw of the year. Oue to this refocus and doubling down on our commrtted fundraising strategy and calendar of events we are delighted to announce that we achieved a 724A year on yeai InC￿Se in voluntary donations. wh￿h almost gels the charity back lo pre-pandemic levds. Throughout 2021 we have received an ever-increasing demand for services as more and MO￿ families caring for disabled children experienced the complete wrthdrawal of the communty-based support they had come to rely upon. During the various k)ckdowns and restrictions, we have conts.nued to prioritise the following servi adaplalions in or¢Jer to meet the changing needs of our bene￿lar*s= Continue lo provide familtes with assessments via video calls or lelephone, whilsl also delivering Caudwell Children Autism Assessment Service fart to face within the CICC. Deliveiing ASDAN qualrfi¢alions lo chik1￿n in Iheif home wTrth telephone and online support Delivering a short breaks Serv￿ for children and families in the home wrth te￿Phone and video link support Collaborating wrth partners to offer legal advice where needed Extending our telephone. email and online athisory service to families Continuing to support applications for much needed equipment Continuing to review and adapl our sefvices throughout this pertod to ensure they meet the changing needs of benefiC￿rieS Creation of a new and ever evolving therapy packs- The Get 5en50ry p&k with a wraparound digrtal private Facebwk service for families to interact. learn and talk to each othei and a MDT IMuf(i4lisciplinary team) family support servtes for OT and Iherapy support_ Developed and delivered Digital Skill training courses Developed and delivere(l Employabilty Skill Irainin9 courses Continued our Warm Homes programme. advising & assisting with the fvel poverty crisis. The team and ourselves wish to thank all of our donors, supporters and everyone who has helped in this achievèment. This level of success cannot be obtained without these special partnerships. During our fiisl 21 years we have SUPPLxled tens ofthou$and$ of chihJren and we are immensely proud that through the leadership. delem)inatK)n. and the passion of the team and the support of our donors and partnerships they have buirt a charty thal wll continue to delNer these irnpressive results. However. as addressed by the strategic research, chikl and farnily engagement the CEO and team strive to notjust match our past perforrnance but to improve upon rt lo meet the needs of our communty and ¢hang8 SOC￿la1 oulcomes. We fully acknowledge rt has been an exceptionalty tough two yèars for everyone and is likeFy lo remain so for a few more year lo come. Yet despite these challenges we are delighted to be announcing that dunng 2021 ak)ne Caudwell Children'5 teams have worked to dire¢lty deliver services bolh face-to-face and digrtally lo reach an aldilional 11.108 disabled children, young people and their larnilies. In regards lo children reached this is the most suc¢essfvl year ever in our twenty-one-year history. It is an achievement we are all extremely proud of and one wh￿h is made all the more Impressive given the circumslances in vthich il was achieved_ CAUDWELL CHILOREN IA COMPANY UMITEO BY GUARANTEE) TRUSTEES, REPORT (INCORPORATING STRATEGIC REPORT) (continued) FOR THE YEAR ENDED 31 DECEMBER 2021 As CEO of Caudwell Children, Trudi Beswick has successfully stewarded the chanty from its vèry beginning. Continuing to develop and delwer rt5 short-, mediurn- and long-temi goals. As stated last year, Mrs Beswick planned Io ctx)linue to recruit ano expand the executive team. This was evpjenced during 2021. including the recruthent of the charth'es first Chief Operating Officei. This developrnent of the strategic leam is.planned to continue through 2022 to help support the growth of the Charity in line with its stralegy and will in turn further posrtion the ¢harrty lo deliver the much-needed efficient and effective services Caudwell Chil(Jren Creates and offers. Having redeveh)ped the strategy for working with the Children. young people and Iheir 1amil￿S in 2020 by creating a new overarching ftexible strategic plan (The Big Bang Strategy). Mis Beswick and her executive team have worked hard during 2021 to embed the fOUndat￿nS of the strategy SO as to delwer the outcomes necessary to meet the charities ambilK)us largels. Invofving all teams from across the charity in the deployment of the Big Bang Strategy. rt is providing a transparent collaborative approach be￿een departments across fundraising. communications, finance, campaign5, 5eryKes and research. bringing together International, National, Region81 and Local messaging in a simple ¢(￿Ordinated yet reactive slruclured sel of documents that delwer fccus to the charities work in all areas. As in prior years 100% of our arhnual income came from voluntary SoUr￿s. Our donors allow for life changing support lo be given lo the most vulnerable in society. Our SLtpporters prowde u5 Wrth the independence to ensure that disabled children and their familie5. votes are heard within UK Govemment and ￿OsS Ic￿1 heahh and social care Prov￿eT5. The CEO and wider charily team conlinue with the ongoing fctU5 on building partnerships wrth corporate supporters, key national ser¥￿es, granl making b￿jieS and coMmiss￿nerS across the UK. As previousty stated the charty once again maintsined an*J renewed its ISO qualrty management system a5 well as retaining registratKsn Wbth the CQC. both of wh￿h will be integral to the ¢onb'nuous improvement ol our programmes across the ¢yganisalion. .The development of Caudwell Chikjren and rts Ser¥￿S have a￿ayS been based on the needs of disabled children and their families. By listening carefulty to beneficiaries. Trudi Beswick and the Executive Team have carefumy shaped IheLr growth to try and fill the gaps left by statutory services and other charrties. Where necessary, the charty will use rts Publ￿ profile and influence to high1￿ht the plKJht of disabled chikjren and carers in ¢onlinued efforts to positivety affect policy and prac11￿ both domestically in the UK and Internationally_ During 2021 we continued to find appropriate platfoms lo ensure the opinions ofexperts by experience could be heard and continued to collaborate with partner organi5ation5 and ￿lleagUeS from across the voluntary sertor to share best praCt￿e arhj raise national or polrtKal awareness for topical issues when necessary. In particular TrLKli Beswick's public and poIrt￿l inflLJen¢e ¢onlrnued partrip*ion in the Instr(Lrte of Directors (Greater Birminghaml as the Inclusion & Diversity Ambassador. the steering commthee of the Children 1Yt Alliance. the new British Standards Institule PAS design standards for neurodiversity. as Board Mernber of the Children's Actwitie5 A5s0cialion and the Stakeholder Engagement Ambassador of the Design in Mentsl Heath Network. Enabling the team. families and children to colbborale with other organisations and specialists whiL%t raising the profile of the needs of chiEdren and families. services and awareness. In Westminsler, the charty also maintained active part￿lpatWjTr in several All Party P8rliamentsry Groups.. for Autism, Cefebral Palsy. and for a Fil & Heallhy Childhc*)d a5 well regulady attending the Council for Disabled Children meetings and tLM)lribuling as slakehoklers for the National Institute for Clinical Excellence IN.I.C.El again fom)ing partrershys and collaborations. CAUDWELL CHILDREN IA COMPANY LIMITED BY GUARANTEEI TRUSTEES, REPORT (INCORPORATING STRATEGIC REPORT) (continued) FOR THE YEAR ENDED 31 DECEAIBER 2021 The Cornmonwealth Games in Birmingham in 2022 offers the ehaTty a unw4ue opwrtunty to work with the organisers and local communitEs lo ensure the impact of the Garnes is inclusive ol disabled and autistic young people and the legacy of the event benefrts as many people as p055ible. By collaborating with Ihe 8irmingharn 2022 organisers and their legacy charity. United by 22, we have been able to affiliate two of our collaborative projects wth the Games. Co-funded by the Spirit of 2012 legacy charty and the Edward Gostling FoundatM)n. both projects will now (orm part of the ccmnmorw￿arth Games festrval and communty actNIty. All Roads Leads lo Alexander is a projecl to $how¢ase the talent and cullural dwersity across the city ready for the Bifmingharn 2022 Commonwealih Games. Working with K'antu Ensemble, SAFS, The Associati(￿ of Jamaican Nationals and the Allies Network, a year of creative workshops for children and young people with a variety of special educational needs and disabililie5. The children were given a platform where they were able to express themselves through music. dance and art. The project will eulminate in a series of performantss and a fikn to be premiered during the Commonwealth Games FeslNal in 2022. Throughout the year the charity team maintained produdNe working partnerships with organisations including the Birmingham Children's Hospital. NaI￿nal Aulistic Society. The Design In Mental Health. Network, Garfeld Weston Foundation. Edward Gostling Foundalion. Children's Activrties Association, Weslminsler Aulism Commissic￿. Keele Universty. UnNefsity College London Hospital and UnNersily Hospital North Midlands. During Ihe year Trudi Beswick and the Senior Officers have also continued the charity's inlemational Influen￿ through relationships wrth The Milken Inslilule. The GI￿n9 P￿dge and The Sikh Human Rights Group. wrth whom the charty continue lo Conlribuleto the Unrted Nations Human Rights Council. One of the Charit￿e$ core strengths is being recogntsed as a nalional charity with a local"heart. This 15 achieved by working within local communities. to be a safety net for familie5 Unab￿ to gain the help they need. This is made possible by the teams work in Northern Ireland. Scotland, England and Wales. ensuring disability and Cau¢th¥ell Children remains hNJh on Ihe political agenda across all our nations. The charity has maintained partnerships with Children's'h05Prta15 across the UK including Great Ormond Streel, Birniingham Children'5 Hosprtal, Bristol Children's Hosprtal, Leeds General, Unrversity Hospitals Nottingham, Royal Bewasl Hospital for S￿k child￿n. Royal Hospital for Sth Children Yorkhill and University H05Prtal of Wales. We also conlinue to be commissioned by Staffordshire County CounGil to deliver short break activiiEs as part of the Aiming High for Disabled Children strategy. High profile fundraising evenls continue to prove an effectNe Vehic￿ for the charity to raise awareness and funds for its servtces. Followng the COVID enforced hialu5 of the Butterfiy Ball, London in 2020 it was with great anticipation thal the charty delivered the re-schedul&J event in November 2021. From a riewvenue at the hi5tonc Round House in C8mden, London guests were Irealed lo a celebration of 21 years of the charrty and heard from Inspiralional speakers as50¢0led lo the charity. Many of the charity's beneficiaries contributed lo the messages of the impact the charty has had. The￿ were also messages of support from Prime Minister Bori5 John50n MP, England and Man Cty football star Ja¢k' Grealish, Sir Rod & Penny Stewart and Sarah. The Duchess of Yort(_ Among the entertainment on the night was an exclusive performance by singer. Boy George. The event ra15ed an incredible £1,503,915 and eontinued the charl￿$ impreSSNe legacy of fvndraising" .fTom events with thanks to the headline spon50r. Carey's. ' CAUDWELL CHILDREN IA COMPANY IIMITED BY GUARANTEEI TRUSTEES. REPORT IINCORPORATING STRATEGIC REPORTI (continued FOR THE YEAR ENDED 31 DECEMBER 2021 A specral celebration and recognrtion was given on the ￿￿ht lo a group of commffted philanthropists who have pledged to support the Charity. In 2020 John Cauthvell launched his innovative new 'Ltfe Changer5 CirGle'. an exclusive network of high-value donors who Share the same passion for philanthropy and wish to neiwork wth like-minded people. At the Butteffly Ball we welcomed the firsl 4 members ofthe Life Changers Circle. each ofwhom pledged to donate a tolal of £1millM)n over 10 years to the charty. The return of the London event once again conylemented the Monacrrbased events whrh continue lo be masterminded by the unwavering commitment and dedIc*￿n of M¢desta Vzesniauskaite and Chaimian Emeritus, John Caudwell. Since i(5 original inception in 2017, the annual sponsored cy¢le ride and gala dinner evenl$ have continued lo grow in reputation and pwularity. The Butterfy Ball. Monaco is now an established and recognised phiLanthropic event in Monaco's workl-rencN4ned socral calendar thank5 to the continued hard work of John Caudwell. Modesta Vzesniauskarte and.the organi51ng commrttee. In 2021 the Butteffjy Ball, Monaco raised a £1.254.'337. We would also like to thank the events headline sponsors. Burgess Yachts and Arc1￿ Wortd Club. Totsl incorne forthe year increased by 72% compared to 2020. The CEO ano SeniOroff￿rS mainlained a strong focus on maximising the available income to provide for our ongoing services. With every penny raised they continue lo drive efficiencies and reduce expendilure where ever p055ible. 11 is a core value of all our employees and volunteers lo constantly search and obtain the best value for money in 811.that they do. This is done with the clear rnind-set that the more we save the more services we are.able to deliver lo goaler rjumbers ol disabled Ghiklren and thèir families. We ￿e once again extremely proud to have maximised every £1 raised. thus enabling us lo provide more than £2.08 worth of goods and services for every £1 raised throughout 2021 and continuing the xhievemenl of more than doubling the pound in every year of the Charrties fundraising history. This level of efficiency is further compounded by the Charity's unique sf(LFalion, wrth Mr John Caudwell comm￿1n9 an annual personal donation lo ¢over Ihe organisation's management and administration costs,. therefore, offering donor's peace of mind that their direct donatKJn5 are.spent directly on the children and famhlies making the best possible impa¢t. Meanwhile, Caudwell Children continue5 to work c105ety wrth colleagues across the voluntary sector to ensure Ihe most effi¢ient and effeCt￿e delivery of seThi¢es_ ￿er the past twelve month$ the Charity has continued effective partnefships with organisations including Edward Gostling Foundation, Tree of Hope. Jvs14Kids, Variety VK. Independen¢e at Home. Family Fund and NewLife. The team also furthered our links wrth charrtable serwce5 ck)se lo our Head Office in Staffordshire. with regular interactKtrrrwith Ihe North Staffs Ayti$m and Asperger Society. Douglas Ma¢millan Hospice and Parent Vote. REPORTING BACK ON OUR OBJECTIVES As in previous years the tearn has not $l¢y*ed do*n in the pulsurt of Caudwell Children holding a substantial and recognised posrtion within the charity market. Continuing lo set challenging goals and working through colatr*Nalive method5 to be hdentrf*d as the UK ￿adIng volunlary provider of CAUDWELL CHILDREN IACOMPANY LIMITED BY GUARANTEEI TRUSTEES. REPORT (INCORPORATING STRATEGIC REPORTI {confinued FOR THE YEAR ENDED 31 DECEMBER 2021 I￿atment, therapies and equipment across the UK. The scaleofourdirect work and ils impact continues to gain a much wider recognrtion because of the creation and delivery of efficient, effective and person lead services. We have widened our scope of delivery partners and lunding bOd￿S allowing us to deliver new digital training services amongst other services. The team's leadership continues lo focus on the needs of the chihYTen and farn11￿5 and the support of the staff in delivering these seNices even in the loughesl of Circumstances Each of the challenges cause(J by Covid and the pandemic aftershctks have been embraced and solulions'sort lo support the. lamilies. children. staff, projects. services, fundraising and stresse5 of managing a ehanty during these unprecedented times. The dKJrtal strategies brought fomards during 2020 along with the training and systems PLrt in place have ￿ntinUed through 2021 allowing the charrty to continue to respond to the changing impacts of the pandem￿. These new learnings and skills have added to Caudwell Children's future capability lo deliver ever changing services and il Is this that gives us so much pride in the team. 11 is this continued ￿adershIp. management and ded￿ation that stands the charity on firm foundations and why it consistently achieves rts aMbit￿uS targets and has even larger ambitions for the years ahead. Whilst being challenging in Sca￿ these future plans aim lo be ￿OgnISed across Ihe sector as a true exemplar of what can be ach*ved when many disciplines are brought together lo focus on the ' issues at hand Each year we continue to expand our w¢h into new communiles, which in.lum changes the futures of disabled ¢hildren and their familie$ who continue to be in need of our servi¢e$. In order to deliver more and ffi0￿ lrfe ¢hanging therap￿$. we recognise the need to develop our service delivery provision We also understand Ihe national and global disability landscape and need for increased support and research in to the cause and effect of the most prevalent disabilrtEs. In order to meet these future goals. we deswjned. de¥etoped. built and opened the new, Caudwell International Children's Cenlre. This rnulti award winning. bespoke envimnment embraces Ihe latest technologies within an inlegrated infrastruclure that has been desgned wrth parent and child collaboration as well as industry leading profe5siona15. The Centre provmles a state•of-theort base for our therap￿$ and creates an environment were ¢onlTolled. evtdenced based research can be undertaken. Our aim for this research 15 to change the way£tTh conditions are rnanag￿. changing the futures of millions of people around the world. With the build now complete and the cenire fvlly open. the ongoing management of the wholly owned subsidiary CCG D&B Ltd is managed and administered on a PLtrely voluntary basis by the CEO and the CFO of Caudwell Children. This ensures that Ihere will be no subsidiary nJnning costs incurred by the. charity and mofe importantty all profits earnt by the subshliary during the construction phase have been donated back lo Caudwell Children. In ofder lo achieve the ongoing goals and aims ofthe charity. we seek your supp)rt for mLtch more than money alone. We seek your support for a new approach lo disabilty and a lrfelong partnership. 9iving disabled children the chance lo lead a fvll and independent life. Our interventions and support for disabilities will go way beyond the walls of Ihe charity. enabling us lo change the disabilrty landscape in the UK which will be a¢hieved through meaningful stakeholder engagement. ccdlaboration and communication. OBJECTIVE 1 Continue to be a lthiding provider of equipment. trththent. therapies and support to disabled children Continue with the evel ment of our Autism famme and the r uired muf(i-disci lina team After the official launch of the service in 2019 the team went live_ 11 was always the plan to continue to develop the team and their skilL8 through 2020 and beyond. io CAUDWELL CHILDREN {A COMPANY LIMITED BY GUARANTEEI TRUSTEES, REPORT (INCORPORATING STRA TEGIC RÈPORTI (Continued) FOR THE YEAR ENDED 31 DECEAIBER 2021 Due lo lockdown restrictions la￿ to assessments were limifed during large parts of the 2020 Whilst this may have been seen as a limitsng factor by sone providers. Caudwell Children embraced the opportunity to bring foNard its future plans to provKJe online virtual services. It was also the vision of the ¢haiites CEO to p.rovKle 5efvices to all in need and not jusl.those than COLtld visit the CICC. As such training was brought forward for the whole Clinical team lo carry out both ADIR & ADOS assessrnenls. Thi5 Vrtal Iraining has been continL¢ed through 202 1 to the team. Once trained the leam began to deliver these assessments online_ This allowed the children to be assessed without the stress of warting any longer during COVID and wilhout the need lo travel during . I￿kdoWnS. These remte sessKJns are now buirt into the programme improving the eff&iency of the service as planned. All of Ihe above changes which were ￿lerated due lo COVID during 2020 have be refined and .improved upon during 2021 so as to now provide a clear suite of options tailored to the #idividual ¢hild'$ needs. As previousw mentioned Ihe C￿tInUed recruitment into the clinical team has been a critical success factor and has allowed us to ￿Crease the weekty assessment ¢apa¢ty within the CICC. Many more of our services outSKle ofALrtism also ¢ontinued to be delwered online during 2021 including bul not limited to.. Family Services, Short Breaks, Digrtal Training. Fuel Poverty Assessments among others. Develo & Build addititxal su funclions wi¢hin ihe ca￿dWell Intemalional Children's Centre During 2021 the Charity employed ts firsl Chief Operating off￿r. Under the guidance of the CEO the new COO assumed ￿SpOnsIbl11ty for all the service delNery and all Research and Evaluation. Recruiled to support the COO was an A$s￿late Director ol Reseaich along wrth an Associate Director of Operations. The new COOS duties in¢ludes Ihe day to day ¢harty operations, overseein9 the ISO & CQC pro¢esse$ as well a5 the charrtie5 feedback and evaluation of rts Serv￿eS. ContinLte in the Devekj the new Team Structures. Recruitment for senh)r roles remains a challenge forthe charty. predominantly due to the concentration" of professional fundraisers based in London and the major crties. 2021 was a year of ¢onsolidalion and reflection following the recrurtrnenl of 2020. Whilst embedding the'Big Bang Theory- strategy some key roles. as rnenth)ned above, were f411ed. However, 2021 was a stabilising year used to assess the requiremenls needed for Ihe nexi phase of expansion_ This will lead lo further recrurtment and development in 2022 and beyond all0v￿ng for the continued devek)pment of the of the various departments and wider charity strategies as planned for by the CEO. OBJECTIVE 2 Raise the profile and awareness of the Charity brand. helping pwple to undeystand disabililies and childh¢)od illness and the impact our support rnakes to individual lives InGrea5e invofvemenl within cross rliamenta ecls within Local and National Government. During 2021 we continued to find approprrate platfomis lo ensure the opinions of experts by experience could be heard and continued to collaborate with p*ther organisalions and colleagues from across the lion rou nd devel awareness of ke charit li CAUDWELL CHILOREN IA COMPANY LIMITED BY GUARANTEEI TRUSTEES, REPORT (INCORPORATING STRATEGIC REPORT) Icontinuedl FOR THE YEAR ENDED 31 DECEMBER 2021 voluntary sector to share best practice and raise national or political awareness topical issues when necessary. Participation continued wrth the Instrtute of Directors. the Children 1si Alliance. the new British Siandards Instrtute PAS design standards for neurodiversty, the Chihgren's Aclivities Association and the Design in Mental Heahh Nehvork. This enab￿d the team, families and children to collaborate with other organisations and specralists whilst raising the profile of the needs of children and families, services and ￿areneSS. In Weslminster, the charity also maintained active participation in several All Party Parliamentary Groups, for Autism. Cerebral Palsy. and for a Fit & Healihy Childhooxl a5 well regular￿ attending the Council for Disabled Children meetings and conl¥ibuting as stskeholders for the National Inslilule for Clinul Excellence IN.I.C.El again fomiing partnetships arnj collaborations. Increase media covera e across all formats tar etin a total aud￿nce of 1 Billion eo le worfdwide. Communicating lo our stakeholders through Digrtal and traditional media continued to be an important function, wrth the increased f¢xus on digrtal media being maintsined and dedicated resource commrtted lo social media. The Marketing & Communications leam underwent a period of continual transition and recruitment during 2021 A revised focus on measurable outcomes is expected in 2022 against the Big Bang Stralegy. Increase the char 's social media followin advancements lo the benefrt of the cha Across all active social media channels. the audience grew by 8,300 to 65.600 and there were 47,260 engagements on our posts throLtghout the year. The strategic development of the charity's"digilal marketing portfolio remains an area needing addilional focus and resource, we currently fail to meet the ambrtious gr¢)wth and innov*ion tsrgets thal we set ourselves. We c(Jnb'nue to seek to re¢Nit additional expertise in this area and ulili5e the benefits that can be made by an innovative appToach lo digital marketing and technology. acros 11 latfofm the L4test technol ical OBJECTIVE 3 To develop the infrastructure to enable Caudwell Children to fulfil its long terni.aims Ourin 2016 we extended our 5- eaT infrasttucture devekj ment strat loa10- ear model to ensure we are m&lin the needs of children and familie5 as well as those ol the or anisation in a sustainable manner. The 2025 roadmap continues lo be refined as we fearn more about the environmental factors affecting our goals and strategy. This continued anatyses of both our intemal and external strengths and weaknesses have been inslrumental in our underslanding of howwe move to.plan our effiC￿n￿ against change and need. The CEO'5 51rategy (The Bang Strategy) which provides transparent communication across the teams ensures the teams managing the Infrastructure are up to date with the requirements which are forecast into the budget, monitored across weekly. monthly meetings, hence ensuring if changes are required or solutions needed. Ihey can be managed. Efficiencies are also found or further created with future planning. Supporting the development of the services al and from the CICC. Teams review both systems and practi￿$ so as to maximizé the delivery of our services now and in the coming years ahead. The increased recruitment at Senior levels shows our ￿Mmitment lo our long-term slrategy and ambition. Recrurtment, training. and communicalion are key to ensure goals can be achieved. Against the drfficutt economic environment and recruitment landscape we are acutely aware of the need to balance our teams needs and our team's *￿itionS and service user's needs. 12 CAUDWELL CHILDREN IA COMPANY LIMITED BY GUARANTEEI TRUSTEES, REPORT {INtORPORATING STRATEGIC REPORT) {continuedl FOR THE YEAR ENDED 31 DECEMBER 2021 Consolidate and Review the Research O rations and Evaluation lo meet the needs of the Chari Fdlowing the in-depth review of the various Interrelated functions within the charity by'lhe CEO during eady 2020. a more Streamlined, outcomes focused stru¢ture was designed. This new structure was tested, tweaked and improved upon during 2021. The final structure sees the newly Created posilion of Chief Operating off￿eT overseeing a Research and Evaluation function headed by an Associate Director of Research. all daity operations under a newly recruited Associate Director of Operations as well as Governance. Facilites and Health and Safety. Reporting directty in the CEO Ihis has enabled further development of systems and projects supporting the overarching strategy. OBJECTIVE 4 Expanding the services provided and Develop I Create new services to fit new needs. Ex andin the services rovmled. The in-house Autism service provided by Caudwell Children wrthin IheCICC has provEn lo be a much- needed seryice throughout 2021. The clinul team continued to deliver Ihe new digital day one assessments and fac&tO-face assessments throughoul the whole of 2021, always ensuring to meet the various governrnenl guidelines that were in force al any time. Thrcfyughoul the year,- not only did Caudwell Children deliver rts Autism SerV￿S and assessments to its own charity funded children it also ¢onlinued lo help reduee the number of children on the Slaffordshire's waiting list for Autism assessments in partnership wrth MPFT (Midlands Partnership NHS Foundation Trust). enabling it to fall wrthin the national guidelines. We a150 recewed referra15 and assessed children from Gibraltar through a conlfacl with the Gibraltar Health A"ulhorty. These ever growing partnerships and collaborations further evidences the need for the centre's initial develOp￿￿nt along wilh the baseline and ongoing h'ealth. wellbeing and family research bein9 collected providing short. medium and the long-tem impact of this and all of the services which in turn will create real socielal change going forward. The ever- increasing demand on this service from all over the UK and olher countries also drives the ambition of the CEO and senior team to Innovate effectNely to ensure chiklren and families gel the services they deserve. Over the last few year5 through engagerr*nt %wth young people. children and families and the support of Trusts, Foundations and donors the Chanty team have established new much needed services that complement the tradith)nal portfdio of successful and well established services. This continues to . support the changing needs of the disabilty community and bLtild ever stronger partnerships which in turn enables increased and more focused SUPFK)rt that reache5 many moKe peop￿. During 2021 we continued wrth and added deVe￿ped new Di9rtal Training and Deveknpment lo youTrJ people with Avlism. This was started via funding from a single body in 2020 and has rM)w grown into a standalone seryice ￿th multipk lunders. Casjdwell Chiljren continues to develop this service in a way that can be rolled out across.the UK in a cost effective and eff￿￿nt way lo help many more young pe¢wle. The interest we ale siarting to r￿￿e from grant fundern demonstrates we are moving in the Correct direction. 2021. was our second year of a 3-year prqect to help farnilies who find themselves in fuel poverty. Funded by the Energy Saving Trust. this SerV￿e provides specw4lisl SUPFX)rt for struggling families who desperately need support in understanding and obtaining the help available to them both around cosl effective fuel savings and equipment for their homes. This was and is t￿mendOus￿ important due to 13 CAUDWELL CHILDREN IA COMPANY LIMITED BY GUARANTEE) TRUSTEES, REPORT (INCORPORATING STRATEGIC REPORT) Iconiinuedl FOR THE YEAR E14DED 31 DECEMBER 2021 the challenging financial limes placed upon families through COWD-19 and the has proved even more important due to the global fuel crisis. Review and i rove Newl Created Seryices lo fft the everchan in needs. Following in internal slruclures, processes and equipmenl provision review In 2020. the CEO With the support of both Glini¢al and non-clinical team members the charity laLtnGhed ils new'Get Sensory Pack" which includes access to private interactive Facebook groups. videos. digital support and connection to the Family support team and the MOT Imuki-disciplinary leaffll providing wrap around support especialty needed at a time when hosprtals Se￿￿$ were avablable and families felt tsolaled with no support in place. Thi5 nvw'compact. affordable ar￿ effeclrve Sensory stimulation pack has continued lo be an ovemhelming svccess wrth chikI￿n and fanil*s throughout 2021 and the demand for them continues lo run into thousands. Following continued evalUat￿n during 2021 a smaller-Fidget Pack" was developed lo specifically meet the need of children with a posrtive autism diagnosis. Once again demand quickly outstripped supply bul we are proud to report that alrn05120¢X) additional children were supported wilh these new packs 'before Christrrias 2021. Following this new success plans are already in plaee to devel¢¥) 8 fijlty Autism specffic pack for 2022. The success of these fv40 (soon to be three) packs is quite remarkable and Ihe continued fbw of applications since the equipmenl became available onty lead to an expectation that this servi￿ will continue be in high demand for the near lulure and will require exiensive funding to match Ihe need. COVID-19 IMPACT STATEMENT ON STATEGIC REPORT POST YEAR END. COVIO-19 had a severe advers8 IMp￿t on the finan¢e$ of Caudwell Children during the wholo.ol the reporting year of 2020. 11 has also had an adverse impact on the fundraisiThJ during Ihe first half of 2021. The charity team planned well for this and reslTUCtured the events calendar so as to bxkend our major events to the second haff of 2021. Despite the continued disruption to society's nomis in the fitst 6 months of 2021. we achieved lo hold several mass participatron events and raised millions in the process. These positive resurts are conlinuing into the start of 2022 and whilst we may well need to create some further readjuslments lo future strategies and timings of planned goals and outcomes we believe these will be much smaller going forwards than they were a year ago. "As mentioned several times above, this once in a lrfelirne event has been recogni5ed by our CEO and Senior officers, as an opportunrty to rew£w how Caudwell Children's seNi¢es can be adapte¢J and delive￿￿ given these everarammes and on all future ventures. Commercial Activities Throughout 2021, we continued to Tevpw and devew plans for trading actiwlies including commercial sponsorships and product sales. We wll continue to review trading income and the establishment ol a tradin9 company taking into ￿)Unt the general econorn￿ climate and Icokw lo maximise brand alignment and positionin9. Fundraising Activities Following the irnplemenlat￿n of the Char￿"e5 (Protection and s￿la1 Investment PSI) Aci 2016, the Charity has feviewed Its fundraising aclivities and conffimis that it cL%nplies with the regulation. The Charity did not make use ol any external fundraisers. No ¢(xnplaints were received in respect ol ils fundraising activities. Ethical Awareness As Trustees., our principle responsibilty is to act in the best Inte￿$ts of the aims and objectives of the Charity. Cau